M. Rosińska; E. Klima; Transnational Corporations Strategies of
Expansion; [w:] Żołądkiewicz K; Michałowski T. (ed.); Meeting Global
Challenges; Working Papers Institute of International Business
University of Gdańsk No 25; Fundacja Rozwoju Uniwersytetu
Gdańskiego; Sopot 2008; s. 299–308.
MAGDALENA ROSIŃSKA
EWA KLIMA
UNIWERSYTET ŁÓDZKI
TRANSNATIONAL CORPORTIONS’ STRATEGIES OF
EXPANSION
The aim of this article is to show that in the conditions of dynamically
progressing globalization, the applied strategy of expansion has a major significance for
stable, long-term development of companies. In relation to transnational companies the
rules of operation of international production systems hold particular significance. The
study consists of three parts. First part of the article is an attempt to show the need for a
new look on the role of the strategy in development of modern organizations. In the
second part, the typology of international companies’ strategic orientation is described.
The last part of the study describes the rules of creation of global production systems as
an effective model of transnational corporations’ expansion in a modern economy.
A new look on the role of strategy in a development of an
organization
It seems that in the conditions of globalization and liberalization of business
rules in international trade, the issue of strategy of development of a company requires a
new approach. Hitherto, not many authors mentioned in their definitions about the
question of the significance of changes undergoing in external environment as important
factors shaping the strategies, which can be confirmed by the analysis of some the
accredited scientists’ definitions. G. Gierszewska treats the strategy of an organization
only as a general program of defining and performing the goals of a company and
fulfilling its mission statement1. M. Romanowska sees the strategy as an operational
1
G. Gierszewska, Strategie przedsiębiorstw w dobie globalizacji, Warsaw: WSHiP,
2003, p. 19
1
Transnational Corporations Strategies of Expansion
program defining main goals of an organization and means of achieving these goals 2. It
is perceived in a similar way by A. Koźmiński, who defines strategy as a conscious and
consequently implemented way of maintaining an advantage of a company over the
competition in a long term period3.
A wider overview including the effect of changes in world economy on the
rules of operation of companies at microeconomic level is presented by A. Zorska.
There, we can find a similar description of the same strategy 4 but with the emphasis on
the need for a proper integration and coordination of actions of organization depending
on the requirements of the environment. The author believes that modifications of
existing competences during the implementation of existing strategy (or even creating
new competences) is essential for development of an organization in a long term in the
relation to changes in environment. This concept seems to be particularly important in
the times of need for considering global perspective for the business, because it allows
the acceptance of internationalization of company’s activity as a development stage of
the organization, not as a separate strategic concept. In case analysis of international
companies’ activity, this issue gains fundamental significance. It seems to be crucial to
assume that “strategy is an art of creation of values 5 ” with the right concept
(determination of direction and scope of activity) of planning of company’s
development in a long term with respect for “proper configuration of resources and
changing environment6”.
An impulse for the emphasis on the importance of strategy for organization’s
development was an observation of the fact that companies focused only on current
results quickly lose their high market positions 7 . It was essential, especially for
international companies operating on global scale, to strategically remodel the chain of
creating of values. The liberalization of rules of global economy resulted in revival of
global markets and development of corporate system of production process. It seems
that acceleration of creation of corporate systems of international production became
possible thanks to decreasing barriers in international trade and investment flow
(standardization of FDI). Use of modern technologies (internet) had a special
2
M. Romanowska, Strategie rozwoju i konkurencji, Warsaw: Wydawnictwo CIM,
2000, p. 6
3
A.K. Koźmiński, Zarządzanie międzynarodowe, Warsaw: PWE, 1999, p. 97.
Zorska defines strategy as an integrated and coordinated set of activities (actions,
moves) undertaken for the use of basic competences and gaining advantage over the
competition. Compare A. Zorska, Ku globalizacji? Przemiany w korporacjach
transnarodowych i w gospodarce światowej, Warsaw: PWN, 1998, p. 148
5
A. Zorska, Ku globalizacji? ..., op. cit, p. 146
6
K. Olszanowska, Determinanty strategii internalizacji przedsiębiorstwa na etapie
wyboru rynku zagranicznej ekspansji; (in:) Biznes międzynarodowy a
internacjonalizacja gospodarki narodowej, Poznań: Najlepszy E, Wydawnictwo AE w
Poznaniu, 2005, p. 291
7
K. Sowa, Strategie konkurencji korporacji ponadnarodowych, Warsaw: Difin, 2006, p.
79
4
2
M. Rosińska; E. Klima; Transnational Corporations Strategies of
Expansion; [w:] Żołądkiewicz K; Michałowski T. (ed.); Meeting Global
Challenges; Working Papers Institute of International Business
University of Gdańsk No 25; Fundacja Rozwoju Uniwersytetu
Gdańskiego; Sopot 2008; s. 299–308.
significance for the development of connection network within international production
chain. As a consequence, corporate strategies seeking new forms of management of
their dispersed activity evolved 8 . It is worth to underline that while national
competitiveness strategies rely mainly on direct sources of competitive advantage
(resulting from cost or quality advantage), international competitiveness strategies put
emphasis on the role of corporate structures and diversity of production factors in
different countries. It seems that studies on transnational corporations’ expansion
strategies require consideration for modified schemes of thinking (different areas,
problems and assumptions) in relation to traditional deliberations on sources of
competitive advantage of companies9.
Typology of international companies’ strategic orientations
Firstly, it is worth to notice that the foundation for the process of management
of transnational corporations lies in the strategic orientation of the company which
creates the surroundings for mutually dependant areas of multilevel and sequential
planning process and eventually for implementation of corporation’s international
activity10. The key element of this orientation is the approach to rules of management
and designating authorizations within organizational structure as well as rules of
adapting to client’s requirements on international market. We are dealing here with the
assumptions regarding the standards of behavior in international environment as a
choice of certain type of international orientation: ethnocentric, polycentric,
regioncentric or geocentric.
In the ethnocentric approach, home market is treated as “superior”, that is why
development usually progresses in the direction of similar areas on international market
(foreign markets with similar structure). Company corrects functional strategies
(focused on tasks performed inside the company) according to the change in long-term
vision of the company (mission) as an effect of new look on the condition of its own
resources and profit opportunity in specific market situation. This kind of strategic
changes focus on increasing effectiveness through the improvement of quality, increase
in innovations and growth of adaptive skills. In terms of introduction of new tasks, it is
important how changes (technological, organizational and managerial, information
8
World Investment Report 2002. Transnational Corporations and Export
Competitiveness; United Nations, New York and Geneva, 2002, p. 121
9
K. Sowa, Strategie konkurencji ..., op. cit., p. 82-83
10
J. Rymarczyk, Internacjonalizacja przedsiębiorstwa, Warsaw: PWE, 1997, p. 71
3
Transnational Corporations Strategies of Expansion
flow, cooperation within teams 11) are implemented. Corporation implements strategy
conducted by the management board in its home country. All the changes are imposed
centrally in this model (based on the best solutions derived from home market). Such
corporation can be considered as ethnocentric.
Second approach in the analysis of strategic orientation is based on the socalled base strategies 12 directed on direct interactions of a company with its closest
environment (clients, suppliers, competition) in order to gain competitive advantage
through cost leadership, differentiation (distinguishment) or concentration (on the socalled market recesses)13. Considering the structure of an organization and the scope of
authorization designation by the central object, we can observe much larger freedom of
units within one corporation in terms of choice of actions on their areas while at the
same time maintaining the specified strategic framework. In that case we are dealing
with a polycentric organization, where organizational culture of the daughter companies
reflects specific features of the local market (segment).
The third type of strategic orientation is the diversification strategy enabling
the risk reduction of activity through geographical or product diversification. It is a
particularly important tool for competitive struggle on international markets. In that
situation, a corporation functions as structures with big independence from both the
mother company and remaining units belonging to mother corporation. This type of link
puts emphasis on benefits from integrated strategy for “similar regions (areas)”. They
can be geographical areas or segments with similar product requirements. An
organization implementing such strategy has a regioncentric feature, which means that
for such designated “region” the corporation uses unified rules and norms of action.
Different “regions” are characterized by large autonomy, but at the same time a strong
centralism in terms of “regional” behavior standards. The abovementioned strategic
orientations usually picture the evolution of organization and are typical methods of
corporate expansion in the consecutive stages of development (organization’s life
cycle). In case of organization operating in global business space, in order to gain
competitive advantage on the international market in the long term, it becomes
necessary to be able to use all the three of the abovementioned pillars. When choosing
development strategy, it is the corporation in its maturity stage that can decide on which
branch and geographical markets, with what pace, using which ways, stages and
instruments it will strengthen its competitive position. Therefore, transnational
orientation is adequate for mature companies and is based on the constant improvement
11
A. Zorska, Ku globalizacji? ..., op. cit., p. 152-153 and J. Rymarczyk,
Internacjonalizacja i globalizacja przedsiębiorstwa, Warsaw: PWE, 2004, p. 81-84
12
Base strategy of a company is oriented on defining the type of product, typology of
the used markets (in a geographical and segment-client type way), defining its position
in relation to main competitors and rules of investment policy. Compare: G.S. Yip,
Strategia globalna, Warsaw: PWE (second edition), 2004, p. 33-34
13
M. Nowakowski, Biznes międzynarodowy – obszary decyzji strategicznych, Warsaw:
Key Text, 2000, p. 302
4
M. Rosińska; E. Klima; Transnational Corporations Strategies of
Expansion; [w:] Żołądkiewicz K; Michałowski T. (ed.); Meeting Global
Challenges; Working Papers Institute of International Business
University of Gdańsk No 25; Fundacja Rozwoju Uniwersytetu
Gdańskiego; Sopot 2008; s. 299–308.
in competitiveness on international scale through the right balance of base components
of the three base orientations (ethnocentric, polycentric and regioncentric).
The rules of choice and configuration of elements of strategy in transnational
orientation are determined by the mission of organization which has to consider both
internal and external factors influencing the company. In case of largest companies we
are dealing with complex international environment (with large number of factors
influencing the process of creating strategy). While implementing a globally coherent,
integrated strategy, a company has to wisely use the impulses coming from the closest
environment of different branches of the corporation; therefore it is most adequate to
call this an interactive approach. This article uses the term of transnational as the most
developed orientation used by TNC, which also means interactive geocentrism. The
development strategies of most dynamic TNCs feature the geocentric approach in the
assumed pace of development in the corporate format but also include the need for
quick tactical and operational level adaptive actions.
The question of constant transfer of resources and abilities between an
organization and environment, especially “research and development investments,
which determine elemental strategies 14 ” within one corporation becomes especially
important in this orientation. Within geocentric interactive orientation of corporate
structure, we can encounter the phenomenon of co-opetition, which is the combination
of cooperation and competition. Co-opetition is based on the mutual cooperation
between branches which creates an added value for a mother corporation, but at the
same time they compete within the corporation for the allocation of resources and
position within the system. The role of the mother corporation is to integrate the system
by intensification of cooperation by including all the units (branches) in a general
strategic concept. It is possible if the assets of all branches are recognized correctly
(including their interactions with the closest environment).
In the traditional look on rules of building company competitiveness strategies,
it was assumed that internationalization of activities is just a path of development for
organization. Thus, internationalization was an optional element of company’s general
strategy. However, in case of subjects operating within global business space (created
by globalization) it seems that internationalization is the immanent feature of expansion
strategy. Methods and forms of company’s international engagement depend on the
development stage of an organization (life cycle phase). Expansion concepts used by
corporations have to be treated as conceptualization of development strategies in new
conditions (in international environment), not as independent strategies.
14
M. Nowakowski, Biznes międzynarodowy..., op. cit., p. 300
5
Transnational Corporations Strategies of Expansion
Rules of creation of global production systems
Effective implementation of the advanced development strategies requires the
ability of international process integration and coordination of actions and decisions by
the companies. It is also essential to have distinguished qualifications enabling the use
of company’s own organizational infrastructure for the exploitation maximal part of all
types of resources and abilities in order to build a durable competitive advantage 15 .
When analyzing the issue of competitiveness of international companies, it is justified
to refer to the rules of creation of global production systems as important elements of
the concept of internationalization of companies’ activities. There are three decisive
elements of international production system 16 in terms of strategies used by TNCs:
global chain of value creation based on specialization, geographical diversification of
activity and methods of management in a complex organizational structure. Only the
correct matching of these elements enables the implementation of development concept
of organization in a global business space which is the consequence of progressing
globalization.
Global chain of value creation based on specialization is the fundamental
element of international production system. It is essential to plan all the aspects of the
activity of a corporation within its global structure correctly. It is important, that
ultimately the final product identified with the company (associated with the brand of
the organization) is maximally tailored to the needs of global client and provides the
status of leader in a specific field for the organization 17. The concept of value chain is
based on the assumption that strategic abilities of an organization depend on the
effectiveness of coactions of elements of the inside environment (depending largely on
organizational abilities of a unit) and outside environment (including mainly the rating
of the company among its clients).
Value chain includes all the activities, starting with source of technology
(research and development zone), through projects and production process (creation of
final goods) to end with implementation of distribution concept and marketing in target
client market. Every one of these activities is a link in the value chain and every phase
and connection is an input for creating of final good 18. Creating the chain means the
functional coordination of its links (through adequate management of their potential) to
15
K. Sowa, Strategie konkurencji..., op. cit., p. 98
World Investment Report 2002..., op. cit., p. 122-124
17
The term of global client needs to be explained in detail. In the assumed framework,
tailoring to the needs of global buyer not always means the need for universalness of the
product. It can also be a new strategy focused on conquering different markets
(segments) through the application of different methods (modifications of the product).
It is important that in the end it can be agreed that a company provides its products for
the entire market, meaning global clients.
18
Z. Pierścionek, Strategie rozwoju firmy, Warsaw: PWN, 1998, p. 121
16
6
M. Rosińska; E. Klima; Transnational Corporations Strategies of
Expansion; [w:] Żołądkiewicz K; Michałowski T. (ed.); Meeting Global
Challenges; Working Papers Institute of International Business
University of Gdańsk No 25; Fundacja Rozwoju Uniwersytetu
Gdańskiego; Sopot 2008; s. 299–308.
trigger the synergy effect19. Corporations, through the possibility of internationalization
of some of the functions of their activity, are able to increase the value and effectiveness
of specific actions. Global fragmentation of value creation chain enables the transfer of
specific actions to the chosen organizational units of a company (such as branches
located in different countries) in order to optimize conditions of development strategy
implementation20.
Specifications of TNCs enable them to use the elimination strategy thanks to
distinguishment of activities with different inputs, required production abilities and
financial risk, even within the same industry or production process. It results in general
trend of functional specialization of the global value chain which is the opposite of
vertical integration of structures (observed until recently in strategies of many TNCs).
The improvement in global effectiveness of a corporation is often benefited by the
exclusion of some of the functions, which are outside of the core specialization of the
organization (inclusion of independent outside companies: suppliers, subcontractors,
middlemen, strategic alliance partners etc), from its own structure. Therefore, the key
for gaining competitive advantage within international production systems in a long
term is the ability to build a value of the brand and accumulate its capital with relation
to changing tastes and styles in a dynamically developing global space (called the
marketing drive)21.
The second element of international production system is the spatial
diversification of activity. It is based on a geographically correct allocation of
organizational units in order to gain the most valuable local resources to maximize
competitive advantage of corporate system as a whole. At the turn of 20th and 21st
centuries significant changes in the rating rules of TNC activity locations were visible.
It refers to the locations of technological centers and production plants as well as units
responsible for marketing activities. The changes in international production system are
therefore related to the increase in quality of the offer. However, it seems that the
difference in costs still remains the most important factor, while the costs are rated
relatively with the consideration for efficiency and productivity of a specific location
during specific time. It needs to be mentioned that economic account includes also
funding for R&D as well as management processes such as: accounting, information
technology and marketing. As a consequence, it is visible that as a result of search for
19
J. Penc, Zarządzanie w warunkach globalizacji, Warsaw: Difin, 2003, p. 201-202
Increase in effectiveness gains benefit from the fact, that some of the functions are
often excluded from organization’s own structure (independent outside companies:
suppliers, subcontractors, middlemen, strategic alliance partners etc.). Compare A.
Zorska, Korporacje Transnarodowe – przemiany, oddziaływania, wyzwania, Warsaw:
PWE, 2007, p. 161
21
World Investment Report 2002, p. 123-124
20
7
Transnational Corporations Strategies of Expansion
cost optimization, the range of TNC activity increased, but operational integration of
geographically remote locations through the creation of integrated business connections
structures remains currently a clear trend. Corporations focus on geographical allocation
of links of their global value chain so that entire international production system of
organization could reach the level of maximum effectiveness22.
The third element of international production system is the methodology of
management in a complex organizational structure. Global value creation chain with
geographically dispersed organizational units requires new look on the rules of
organization management. The nature of methodology of management of this complex
structure seems to lie in two elements: coordination tools and control mechanisms. In
traditional (hierarchical) structures the instruments of management (coordination and
control) are a direct result of established organizational structure, therefore it is a system
relatively easy to analyze. However, in the situation where geographical and functional
diversification of company’s activity imposes the use of flexible organizational
structures, often diverse for particular areas of activity of the same object, effective
coordination of the system and establishing mechanisms of self-control become key
issues.
“Getting the grip” of all types of connections in organization and giving a
company the sense of objective unity becomes the challenge for people managing
international production system. However, the links of organization functioning in
many forms within its structure demand a different approach. Coownership enables the
use of direct managerial supervision while different informal connections (where
independent middlemen, suppliers, manufacturers, marketing specialists are connected
with the company by different relations: franchising, licensing, subcontracting,
marketing contracts, mutual technical standards, business relations based on trust 23 )
completely eliminate this possibility. Additionally, there is a necessity for softening the
effects of co-opetition. Wrong approach to management of complex structure
organization can deepen internal competition and weaken the cooperation. Modern
companies (especially transnational corporations) were forced to revise their strategies
of development and adjusting them to the changing environment of conditions. It seems
that the success of TNCs can be explained by their right approach to three aspects:
quality of resources and processes, meaning of time as strategic parameter and
interaction with the environment.
Accepting the first challenge, corporations concentrate on perfecting processes
and resources of organization in order to improve the quality of performed activities and
at the same time to increase the standards. In these actions, specific features and
advantages of a corporation can be seen, which favors the indication of potential
specialization areas. In the first stage of internationalization they mainly use
22
Ibidem, ps. 124
World Investment Report 2002..., op. cit., p. 122; Toyota is an example of
combination of both approaches, where we can observe close connection of assembly
plants completely owned by the company with multilayer networks of formally
independent subcontractors.
23
8
M. Rosińska; E. Klima; Transnational Corporations Strategies of
Expansion; [w:] Żołądkiewicz K; Michałowski T. (ed.); Meeting Global
Challenges; Working Papers Institute of International Business
University of Gdańsk No 25; Fundacja Rozwoju Uniwersytetu
Gdańskiego; Sopot 2008; s. 299–308.
international strategies based on property advantage and in the second stage they engage
multinational strategies using location advantages. Next stage is the perception of time
as strategic parameter of organization’s development. Corporations attempt to gain “the
medal of leadership” and consequently superior profits as way of creating added value
to the commonly accepted standards. By gaining the leadership position they try to
“suck out” maximum benefit from global market. Using global strategy enables them to
engulf the knowledge (including innovative applications) created in branches located in
different parts of the world. The base for building the advantage is usually
internalization of key advantages, which enables not only time savings but also gaining
benefits resulting from avoiding market distortions.
Third aspect of adjusting the structure to the development strategy of a
corporation is based on use of interactive orientation. By implementing full scope of
internationalization (global strategy) a corporation must be able to emphasize spheres of
perfect unison of the organization and needs of the client, perceived through the prism
of individual needs of particular individuals and specific groups. The ability of adjusting
the organization to client’s demand specifics enables the assimilation with the specific
environment and at the same time creating brand based on the concept of common
responsibility of the organization for quality of life and welfare of their clients. It is the
highest level of adjusting organizational structures to developmental challenges of the
21st century. The organization implements transnational strategy, which means
“sinking” of the company into system of global economy, with simultaneous integration
with different local communities in a global economic space.
To sum up, it is noticeable that while until recently companies paid most of
their attention to low costs and efficiency, they are currently forced to concentrate on:
quality, race against time or environmental protection and the costs, while still
important, are not decisive part of the efficiency of expansion strategy. Development
and even survival of the company depend on building a durable competitive advantage
based on unique resources and skills on which the organization sets proper strategy with
the consideration of the need of functioning within global economic space. When
analyzing the operations of TNCs and strategies used by them, you need to consider the
exocentric factors (hitherto underestimated) causing changes in internal structures and
systems of the companies. The choice of strategy made by the corporation depends on
relations between competitive pressure on lowering the costs of products and pressure
on tailoring the products to the needs of national (local) sales markets. “While operating
in different countries TNCs have large possibilities for lowering the costs due to
allocation of functions/actions which create values in optimal economic conditions and
9
Transnational Corporations Strategies of Expansion
thanks to increase in their scale, specialization and standardization. It also requires
increase of integration and coordination of functions within corporate system 24”.
To conclude, the applied strategy of expansion surely has a key significance for
the perspectives of development of every company. Transnational corporations,
however, are specific types of companies because as objects of global economy (with
their economic position equal to that of many countries) they do not always comply
with the rules of microeconomics. As a consequence, it is necessary to remodel
traditional schematics (for example: rules of construction of development strategies) to
analyze their activities. A thorough look on their path of development emphasizes the
role of outside factors in shaping expansion strategies. For international companies
internationalization is not a choice, but an immanent feature of every phase of life cycle.
The stage of development of corporation can be perceived through the prism of its
strategic orientation (from ethnocentrism to interactive geocentism). The measure of
KTN’s maturity seems to be the ability of creating effective production systems of
global range, providing a stable long-term development for the organization.
References:
Gierszewska G, Strategie przedsiębiorstw w dobie globalizacji, Wyd. WSHiP w Warszawie,
Warszawa 2003
Koźmiński A.K, Zarządzanie międzynarodowe, PWE, Warszawa 1999
Nowakowski M, Biznes międzynarodowy – obszary decyzji strategicznych, Key Text, Warszawa
2000
Olszanowska K, Determinanty strategii internalizacji przedsiębiorstwa na etapie wyboru rynku
zagranicznej ekspansji; (in:) Biznes międzynarodowy a internacjonalizacja gospodarki
narodowej, ed. Najlepszy E, Wydawnictwo AE w Poznaniu, Poznań 2005
Penc J, Zarządzanie w warunkach globalizacji, Difin, Warszawa 2003
Pierścionek Z, Strategie rozwoju firmy, PWN, Warszawa 1998
Romanowska M, Strategie rozwoju i konkurencji; Wydawnictwo CIM, Warszawa 2000
Rymarczyk J, Internacjonalizacja i globalizacja przedsiębiorstwa, PWE, Warszawa 2004
Rymarczyk J, Internacjonalizacja przedsiębiorstwa, PWE, Warszawa 1997
Sowa K, Strategie konkurencji korporacji ponadnarodowych, Difin, Warszawa 2006
World Investment Report 2002. Transnational Corporations
Competitiveness; United Nations, New York and Geneva 2002
and
Export
Yip G.S, Strategia globalna, PWE (wydanie II), Warszawa 2004
Zorska A, Ku globalizacji? Przemiany w korporacjach transnarodowych i w gospodarce
światowej, PWN, Warszawa 1998
Zorska A, Korporacje Transnarodowe – przemiany, oddziaływania, wyzwania, PWE, Warszawa
2007
24
A. Zorska, Ku globalizacji? ..., op. cit., p. 155
10
M. Rosińska; E. Klima; Transnational Corporations Strategies of
Expansion; [w:] Żołądkiewicz K; Michałowski T. (ed.); Meeting Global
Challenges; Working Papers Institute of International Business
University of Gdańsk No 25; Fundacja Rozwoju Uniwersytetu
Gdańskiego; Sopot 2008; s. 299–308.
Streszczenie
Celem artykułu jest wykazanie, iż w warunkach postępującej dynamicznie
globalizacji kluczowe znaczenie dla długookresowego rozwoju ma zastosowana
strategia ekspansji, co nabiera szczególnego znaczenia w przypadku przedsiębiorstw
międzynarodowych. Opracowanie składa się z trzech części. Część pierwsza artykułu
stanowi próbę wykazania konieczności nowego spojrzenia na rolę strategii w rozwoju
współczesnych organizacji. W drugiej części przedstawiono typologię strategicznych
orientacji przedsiębiorstw międzynarodowych. Ostatnia część opracowania omawia
zasady kreowania globalnych systemów produkcyjnych jako skutecznego modelu
ekspansji korporacji transnarodowych we współczesnej gospodarce.
Rozważania prowadzą do stwierdzenia, iż dla korporacji transnarodowych
internacjonalizacja stanowi immanentną cechę strategii a jej zakres wyznacza kolejne
fazy cyklu tych życia podmiotów. Stopień rozwoju korporacji można postrzegać przez
pryzmat jej orientacji strategicznej a miarą dojrzałości KTN wydaje się być umiejętność
kreowania efektywnych systemów produkcyjnych o zasięgu globalnym.
Summary
The aim of the article is to show that in the conditions of dynamically
progressing globalization, the applied expansion strategy has crucial meaning for longterm development, particularly in case of international companies. The article consists
of three parts. First part of the article attempts to show the need for a new look on the
role of strategy in the development of modern organizations. In the second part, the
typology of strategic orientations of multinational companies was described. The last
part relates to the rules of creating global production systems as an effective model of
transnational corporations’ expansion in modern economy.
The studies lead to the conclusion that for transnational corporations,
internationalization is an immanent feature of strategy and its scope is determined by
subsequent phases of their life cycles. The stage of development of a corporation can be
perceived through the prism of its strategic orientation and the measure of maturity of
TNC is the ability of creating effective production systems of global range.
11